This study examines the application and transformational impact of strategic foresight on a small business, specifically examining Jackpine, a design and strategy firm.

The research was motivated by a desire to enhance Jackpine’s business model and operational resilience through structured foresight integration. The investigation involved a series of workshops and the implementation of the Foresight Maturity Model (FMM), assessing changes in foresight capacity over time (Grim, 2009).

Initial results indicate that Jackpine experienced a significant enhancement in foresight capabilities, with an average improvement of approximately 32% across various foresight disciplines. This improvement was particularly notable in visioning, planning, and scanning, where efforts shifted from ad hoc to mature levels of foresight execution.

The study utilized participatory methods, engaging both internal team members and clients in foresight exercises, which facilitated practical applications and insights. The findings underscore the utility of strategic foresight in fostering a proactive, rather than reactive, organizational culture (Conway, 2019). This aligns with Stuart Kauffman’s "edge of chaos" theory, which posits that the most innovative and adaptive states occur at the boundary between order and chaos (Kauffman, 1993).

By situating Jackpine at this juncture, the firm has cultivated an environment where strategic foresight drives innovation and adaptability.

This research contributes to the understanding of how small businesses can effectively implement and benefit from foresight practices, providing a model for others in the industry. Future work could explore the long-term impacts of sustained foresight practices on business resilience and innovation capacity.